1. The Global leadership of
Carlos Ghosn
PRESENTED BY
ARIBA AQEEL
MUNAZZA JAWAID
MUBIN AHMED MUNIR
MUBASHIR AHMED
ABDUL KABEER JATOI
KINZA NIZAMI

2. SUMMARY

3. SUMMARY
Carlos Ghosan, COO of Nissan
Identification of problems
Carlos Ghosan Management Philosophy
Ghosn form Cross Functional Teams
Layoffs and plant closures

4. SUMMARY (CONT…)
 Nissan Revival Plan (NRP)
• Keiretsu partnerships
• Reorganization
• Performance Evaluations and Employee Advancement
 Implementation of “Nissan 180”

5. NISSAN’S STRUGGLE
 Focus on production rather than customers
 Weak product portfolio
JAPANESE MARKET
 Keiretsu Investment
 Employee Advancement
 Risk- averse attitude

6. NATIONAL CULTURAL ISSUES
 Consensus decision making
 Informal meetings (NEMAWASHI)
 Promotion for most knowledgeable & experience (NENNKOU-JYORETU)
 Finger pointing rather than acceptance
 Japanese business tradition

7. CORPORATE ISSUES
 Follow up was not effective
 Communication and coordination problems
 Product oriented
 Lack of vision
 Lack of urgency

8. Seniority Approach in Japan
Keiretsu System

9. CARLOS GHOSN LEADERSHIP STYLES
 Achievement-Oriented.
 Participative.
 Supportive.
 Directive.

10. CARLOS GHOSN ACHIEVEMENTS
 Nissan began to operate profit under his leadership.
 Resolved Communications Obstacles.
 Designing CFT (Cross Functional Teams)
 Successfully redesigning Performance Evaluation and
Employee advancement.

11. PHILOSOPHIES OF MANAGEMENT
Fundamental principles
1. Transparency
2. Emphasis on Execution
3. Communication

12. FEELING OF NISSAN PEOPLE ABOUT CARLOS
GHOSN
 Respect for their culture
 Opportunities & career development
 Give credit of all success
 Accept & participate in management process
 Embrace new ideas

13. ENLISTING EMPOYEES SUPPORT
 Walk around in entire company
 Met every employee & shaking hands
 Discussions for new ideas
 Address issues of lower & middle management to top level management
 Take recommendations & opinions of Nissan people

14. RESISTANCE TO CHANGE
The main resistance is the culture background under this there are several
resistance:
 Promotion on seniority Basis
 Risk averse
 Protecting career development
 No coordination between departments
 Problem with other department
 No tradition of Bankruptcy
 Difference in words and work

15. TO RESOLVE RESISTANCE
 Highest achievers got the highest rewards
 Performance based promotion
 Address issues about communication among employees
 Involvement of employees in decision making process
 Setting up Cross Functional Teams

16. CULTURE & NISSAN
Part of the culture was one of sub optimization with
focus only on each individual’s own department with
little regard for or understanding of the whole.
Inconsistency
Deviations
Problems

17. IMPACT OF CULTURE AT NISSAN
PROBLEMS
 From management side:
• Lack of vision
• Ignoring customers
 Further more, Ghosn identifies:
• Lack of profit orientation.
• Lack of sense of urgency.
• No shared vision.
• Lack of Cross functional implementations.

18. SOLUTIONS TO NISSAN’S CULTURE
PROBLEM
 What they have did?
– CFTs (cross functional teams)
 What we suggests?
– Open communication
– Horizontal to vertical hierarchy
– Informal meetings